Management Consultancy

•  Providing a full project management team to scope an IT project, capture and document requirements, carry out a competitive procurement process, then manage the relationship with the appointed supplier, coordinate technical implementation with business process changes, conduct testing and user assurance, and ensure successful go-live
   
  
•  Recovering a project that has run into problems—for example, when a previous project manager has left at short notice with no handover, or when the project’s progress is significantly different from that expected
  
  
• Supplying an experienced individual as a programme or project manager, working alongside client staff to bring an external perspective, wider experience, and specific skills. This is often associated with transferring skills to client staff, helping them prepare for future projects without external support
  
  
• Providing an individual or a small team to run a project or programme support function
  
  
• Working with an organisation to help develop an appropriate in-house project management methodology, including process development, assessment methodologies, performance reporting strategies, staff training, management of the change and post-change evaluation.

We deliberately avoid having a ‘standard’, one-size fits all, methodology. Different client situations, different organisational ethos and different types of project require different approaches. Our senior consultants are empowered to discuss and agree with clients the approach that best suits the client’s needs.

As a starting point for this, we base our approach on using the OGC’s Best Practice toolkit, particularly MSP(for programme management) and PRINCE2 (for project management). These can readily be tailored and adapted for a very wide range of situations.

We place much emphasis on getting a really solid foundation of preparation to ensure that programmes and projects succeed. We ensure clarity of objectives, a shared understanding of benefits, clear ownership of risks and carefully planned communications. Plans need to recognise - and accommodate - dependencies both within the programme or project and external to it.

Finally, the only reason for undertaking a project or programme is if benefits derive from it. But this can easily be forgotten. We maintain a steady focus on benefits—from their initial definition, through early realisation plans, to eventual achievement. As circumstances change, we ensure that the impact of the changes on the eventual benefits is considered.

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